This handbook and the accompanying DVD were developed with the support of the ILO, as part of a programme to promote employment opportunities for

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This handbook and the accompanying DVD were developed with the support of the ILO, as part of a programme to promote employment opportunities for people with disabilities, funded by the Government of Ireland. 2

WASE: Michael Kamp, Christy Lynch, Ronald Haccou 3

Table of contents Introduction 5 Background 7 World Association for Supported Employment (WASE) 7 Definition of supported employment 8 New developments 8 Benefits of supported employment 9 What does supported employment involve? 13 Assessment 15 Job finding 18 Job analysis 20 Job matching 21 Job (re)design 21 Workplace introduction 21 Job coaching/ Training on the job 22 Support outside the workplace 25 The changing role of the supported employment organization 26 Ongoing support 27 Starting with supported employment 27 Implementing Supported employment means big changes 30 Annex I 31 Annex II Inclusive work (re)design for special need groups 35 References 40 Annex III The 7 Competencies of the job coach NVS/EUSE 41 coach the client and plan an appropriate career path 43 communicate 45 reflect on his/her actions 47 work methodically 48 cooperate in networks and professional contexts 49 plan and organise 51 think critically about professional behaviours and capabilities of the jobcoach NVS/EUSE 52 Appendix 1: The STARR method 53 Appendix 2: A Code of Ethics for Professionals in Supported Employment 53 Annex IV Customized Employment: An Overview 58 References 59 Annex V References 60 4

Introduction The United Nation's Convention on the Rights of Persons with Disabilities, Article 27 recognizes the right of persons with disabilities to work on an equal basis with others. This includes the right to gain a living by employment of choice in a work environment that is open, inclusive and accessible to persons with disabilities. Countries that have signed and ratified the Convention are obliged to create opportunities for persons with disabilities to access and participate in the open labour market. Many persons with disabilities are unemployed and live in poverty. The unemployment rate of persons with disabilities is significantly higher than persons without disability. Misconceptions about the ability of people with disabilities to perform jobs are an important reason both for their continued unemployment and if employed for their exclusion from opportunities for promotion in their careers. Such attitudes may stem from prejudice or from the belief that people with disabilities are less productive than their non disabled counterparts. In particular there may be ignorance or prejudice about mental health difficulties and about adjustments to work arrangements that can facilitate employment. Misconceptions are often prevalent not only among non disabled employers but also among family members and disabled people themselves. Some people with disabilities have low selfexpectations about their ability to be employed and may not even try to find employment. The social isolation of people with disabilities, restricts their access to social networks, especially of friends and family members, that could help in finding employment. *Many persons with disabilities have a strong desire and the ability to be included in mainstream society and to participate in the open labour market. They can then earn their own money and contribute to society and the economy. Supported employment was developed in the 1980s to enable persons with disabilities to do participate in the open labour market and make their contribution to wider society. Supported employment has been shown to be an effective way for persons with disabilities to get and keep a job in the open labour market. Supported employment does this by its focus on ability and not disability, by its provision of individualized support to the person and advice to employers. The principles of supported employment can be applied in all parts of the world, provided that they are adapted to the cultural context and labour market trends of any given region. This handbook is intended for persons and organizations for use as a tool to create work opportunities for persons with disabilities in the open labour market. It is designed to provide information about the potential of supported employment and to assist in how to start and implement the supported employment model. 5

It is also intended to provide information for policy decision makers to enable them to include supported employment in national programs, especially for those countries that have ratified the UN Convention on the Rights of Persons with Disabilities and have no experience of supported employment or no national program of supported employment. Supported employment has brought about improvements in the quality of life of women and men with a disability by enabling them to become active participants in society. It has a positive impact on families and on employers who benefit from the contribution which persons with disabilities can make at work. The strength of supported employment is that it enables persons with disabilities to enter the real world of work by focusing on individual abilities and by providing varying levels of individualized support, depending on needs. Support and advice is also provided to the employers. Supported employment is also an important methodology for employers to look specifically at how company work processes are organized and helps in the creation of new jobs or the re design of existing jobs in ways that facilitate a work role for persons with disabilities. Supported employment leads to personal growth and improvement of quality of life: Example 1 A person with an intellectual disability, living in a township in Johannesburg, South Africa, had the opportunity with support from Down Syndrome South Africa to get permanent employment in his area of interest as a Sports Coach at St Benedict s College, a private school for boys aged between five and eighteen. He managed to become part of the staff team with support from his job coach and co workers. Work enabled him to become economically independent. He was supported further to find his own house and to get a loan for its purchase. He also married with a son. He is now a proud property owner living happily with his family. The provision of employment support impacted not only on work outcomes but also, in a more broader sense, has contributed to personal growth and has had a positive impact on his quality of life. Supported employment is increasingly accepted given research evidence as an effective approach to promoting work opportunities for persons with disabilities including those with intellectual, psychiatric, severe physical disabilities and persons with autism. Supported employment can be carried out anywhere in the world irrespective of the level of economic development. The number and nature of supported employment positions have increased showing employment outcomes across a variety of settings. 6

Background Supported employment was developed in the United States of America at the beginning of the 1980 s, as a means of providing practical, on the job training to persons with intellectual disabilities based on their individual needs. The method was designed for persons with a disability who were not seen as capable of real work. The systematic instruction and support they received in the workplace enabled them to build their skills, enter the labour market and succeed in jobs in open employment. Since then, the method of supported employment has been introduced to assist persons with intellectual disabilities with employment. The focus of the individual and his/her abilities has opened options for more persons with disabilities to enter the open labour market. Based on individual support needs, persons with different types of disabilities can be included when they receive individually tailored support. Over time, learning from provision of this type of support opened the application of supported employment to persons with a broader range of disabilities such as individuals with mental illness, physical disabilities, traumatic brain injury and autism. The focus on individual support needs has resulted in an increased awareness that work options could and should become a reality for all persons with disabilities including those with severe and complex disabilities. Thus, a growing number of persons who were excluded from work have gained a paid job on the open labour market via the principles of supported employment. Supported employment has been introduced in many countries around the world. Several countries have launched supported employment programs, such as United States of America, Ireland, Netherlands, Norway, New Zealand. In different countries around the world national associations to promote supported employment have been established. The European Union of Supported Employment and the World Association for Supported Employment were established. World Association for Supported Employment (WASE) The WASE mission is to promote the vocational integration of people with disabilities throughout the world using the principles and model of supported employment. WASE promotes supported employment particularly in developing countries where persons with disabilities are in a very disadvantaged position and in countries with no or little experience of supported employment. 7

Definition of supported employment Supported employment can be characterized as paid work in integrated work settings with ongoing support for individuals with disabilities in the open labour market. Paid work for individuals means the same payment for the same work as for workers without disabilities World Association for Supported Employment. In the United States of America, where supported employment started, the definition of supported employment is as follows: 1 Supported employment means: 1. Competitive employment in an integrated setting with ongoing support services for individuals with the most severe disabilities. a. For whom competitive employment has not traditionally occurred of whom competitive employment has been interrupted or intermittent as a result of a severe disability and b. Who; because of the nature and severity of their disabilities, need intensive supported employment services from the designated state unit and extended service after transition in order to perform this work or 2. Transitional employment for individuals with the most severe disabilities due to mental illness. During more than twenty years of experience with supported employment much has been learned about individual support needs and the way they can be addressed. Through this more persons with different types of disabilities have been able to join the open labour market. New developments The learning from supported employment initiatives has proved that many persons with disabilities who are excluded from employment can join the workforce on the open labour market when we focus on their abilities, and individual support needs. The role of employers has changed through a growing awareness of and experience with supported employment. Employers who have experienced diversity in their workforce are more open to employ persons with a disability. Further, in many countries, employers are facing an ageing workforce. The growing attention on disability management has impacted on employers roles. Managing disability is a responsibility of employers whether it be on the return to work of 1 Paul Wehman, Ph.D.;Journal of Vocational Rehabilitation, Volume 37, Number 3, 2012; pag. 139. IOS Press, Amsterdam Netherlands 8

injured employees or the provision of adapted work for employees who became disabled and the requirement to provide reasonable accommodation. The combination of the development of supported employment and the growing attention of disability management will increasingly lead to a more active role for employers in employing persons with a disability and keeping them employed. The ageing of the workforce and fewer young people entering the labour market will also influence the development of supported employment. The number of companies where they themselves provide job coaching is growing. Some companies are now actively examining company work processes to identify a range of tasks within functions which can be carried out by persons with a disability. When those tasks are part of the core business of the company the jobs which are linked to those tasks are more secure in the longer term as persons with disabilities tend to remain in jobs longer. This leads to increased sustainability of employment and integrated work for the person with a disability. Benefits of supported employment Experiences with supported employment has demonstrated that it provides wide ranging benefits to persons with disabilities, their families, employers and society as a whole. Benefits for the person with a disability Supported employment has made paid work possible for persons with disabilities who, in the past, were perceived as unable to work. It enables them to earn an income, develop their skills and learn to recognize their abilities. The supported employment model in action: Example 2 Valeria is working in a shop in Buenos Aires. The employer had no experience in employing a persons with a disability and started a pilot for a few hours a week. The employer found out that Valeria could do more than expected. Her working hours are increased and also she is performing more tasks since she start working. Her job is controlling the stock in the shop and warehouse. An important aspect of the support which is provided by the supported employment organization is stimulation the cooperation with the colleagues. Further monitoring the developments and advising the employer and the employee. Job coaching is provided by the employer. 9

Supported employment has many positive effects related to personal growth: The individual: earns income shares ordinary places makes choices is treated with respect and has a valued social role grows in relationships enhances economic self reliance increases self esteem. Benefits for the parents/family Traditional forms of care and welfare have placed people with disability, their parents and family in a passive role. In these approaches, the professionals are seen as experts who know what is good for a person with a disability. The subsequent, passive, dependent role which parents have in such approaches can be a barrier to the personal growth and development of their child. New insights from approaches such as supported employment raise understandable anxieties in these parents in this context. These anxieties and the associated hesitation are usually based on a concern that the necessary care for their child will be reduced or disappear. Parents may have an active decision making role where appropriate in the new paradigm as supported employment emphasizes the person s ability and not the disability. Parents have to learn to exercise this new role. Their participation should not begin at the moment when final decisions have to be made. Parents should also be part of the ongoing process. Parents unaccustomed to this approach may need support to fulfill this role. Experiences with supported employment have shown that parents are very proud that their child is able to perform in a paid job when earlier it had not been thought possible. The participation of parents/family must be encouraged from the outset. Parents can provide information on many aspects of their child. This information can be used in an action plan, in its evaluation and in its modification. Participation can also encouraged by giving parents/family a supporting and stimulating role in their child s development. Through this, a good preparation can take place for inclusion and participation in society and the world of work. The benefit of supported employment has many positive effects related to the family circle of a person with a disability. Parents and families: 10

can fulfill an active role in the development of their son or daughter can see their child become a contributing member of the community their child can also contribute to the family income which is very important in developing countries can perceive their daughter or son as a person with abilities and a future. Benefits for the employer At the beginning of the 1990s, when supported employment started in some European countries, two reactions were common: a) employers were not willing to hire persons with a disability; and b) high unemployment rates were taken to imply that persons with a disability had no chance of getting a paid job. A third view often expressed was that persons with a more severe disability were not able to work. Experience since then has shown that employers are willing to hire persons with disabilities, mainly because supported employment workers can perform the tasks required. Supported employment, then, was seen to be addressing employers needs. A significant aspect of supported employment is its strong focus on practical training on the job and on worker performance. All necessary support and advice is given both to the employer and to the worker with a disability. Persons with a disability are well prepared to take up work. This ensures that all stakeholders get the support they require. Meeting the needs of the employer through supported employment. Example 3 In the United States of America is a growing awareness on meeting the needs of the employer by using a customized employment process. This process begins with an exploration phase, which lays the foundation for employment planning. The outcome is a negotiated agreement which meet the needs of both the employer and the job seeker. In many cases a new job can be created. In New York a job was create in a restaurant where the job seeker had to take care of the wine stock. This job fits perfect with the job seeker. Another important aspect for the employer is that many persons with a disability (especially persons with intellectual disabilities and persons with autism) can effectively, efficiently and accurately perform simple repetitive tasks. Some enjoi this type of work and often prove to be reliable employees, with low absenteeism and accident rates. 11

In general, the staff turnover in work that has an emphasis on repetitive tasks is very high. The employer has to deal with frequent vacancies and high recruitment costs. One good economic reason for hiring workers with a disability is that they tend to remain in a given job for a long period of time. The employment rate of persons with a disability is very low even countries with labour market shortages. Why? Sadly, the reality is discrimination, lack of opportunity, stereotyping and negative attitudes and lack of awareness of and/or availability of supported employment. Supported employment recognizes that the approach to solving the problem of unemployment and underemployment of disabled persons needs to be multifaceted and geared to the needs of employers. Employers are facing ageing of the workforce in many countries with less new entrants on the open labour market in the near future. Many persons with a disability are willing to work and can contribute to the economy. Employer needs are the primary basis for a decision to hire a person with a disability. But further, there is also a growing societal opinion that a firm s employees should be representative of all groups in society, as all groups of people are consumers of their products and services. This also means that persons with a disability should be included in the workforce. Many successful firms are highly aware of the benefits of a diverse workforce. Increasingly, firms are recognizing that they have a corporate social responsibility and are using supported employment to meet this responsibility. Benefits for the public sector Governments in many countries have laws, regulations and policies which focus on persons with disabilities. The public sector has a role and a responsibility to facilitate the inclusion and participation of persons with a disability in society. Supported employment is an important policy instrument to promote individual rights, inclusion and participation. This model is in harmony with policies related to human rights and the inclusion and participation of persons with a disability in society and work. It is based on the real needs of employers and the economy. It is aimed at the individual, tailoring and responding to the abilities of persons with a disability. Developing countries in the process of formulating policies on how to provide work opportunities for persons with a disability can now make a choice not to repeat the mistakes of the past. Supported employment is an option for governments. It is a cost effective alternative to high investments in segregated sheltered workshop programs. The investment costs of supported employment over time compare favorably with more traditional approaches. From a policy perspective there are direct measurable results and supported employment reflects the best practice in the field. As more persons with a disability become 12

actively involved in the labour force, they became more economically self reliant and less dependent on public resources. Supported employment can be implemented anywhere. It is feasible in countries at every level of economic development, irrespective of culture. The essence is the same, supporting persons with a disability to get and keep a paid job in the open labour market. The new UN Convention on the Rights of Persons with Disabilities, especially Article 27, underlines the right to work. Countries that have ratified this UN Convention are obliged to facilitate open labour market opportunities. Supported employment is an important instrument to make this possible, especially for persons with more severe disabilities. What does supported employment involve? Supported employment is essentially about supporting a person with disability to get and keep a job in the open labour market. Based on experience with supported employment to date, many employers have become more aware of the possibilities of employment for persons with a disability, even with a severe disability. Increasingly, employers are fulfilling an active role in looking at opportunities to hire persons with a disability. An employer may, as part of his recruitment policy, decide to hire persons with a disability. The employer may then contact a supported employment organization for support to employ persons with a disability. These contacts may involve some or all aspects of supported employment and may also include discussion about the roles and responsibilities of the employer and the supported employment organization. Supported employment providers can give the employer whatever information and support they require. The employer in an active role: Example 4 The number of employers who are willing to hire persons with a disability is growing. It occurs that employers take the initiative to contact a supported employment organization for help in recruiting, placement and training. In Argentina an employer decided to employ persons with a disability but had till so far no experience. In cooperation with the supported employment organization an inquiry was carried out which work was suitable. Candidates were found and trained by the employer on location with help from a tutor (support worker) The employer may also decide, due to the ageing of the population and the expected shortage in the future labour force, to investigate options and possibilities to develop the company into 13

an inclusive workforce organization through consideration of the whole work organization structure. The design of work processes may be adapted in a different way through more task and function level differentiation taking into account the capacities, possibilities and limitations of different groups of employees. A greater number of persons with a disability may be included into the workforce of the company through such re design. Such re design includes also the core business activities of the company. Tasks and jobs directly related to the core business result in greater job sustainability. This approach is suitable for bigger companies. Creating jobs in the whole company. Example 5 Big companies and big organizations have the opportunity to develop an employment policy in employing persons with a disability. In the Netherlands a hospital has started a project with the aim to employ 100 young persons with a disability. Those persons shall mainly perform supportive and carrying tasks, such as around bringing meals, keeping the company of patients or working in the kitchen, canteen and as a cleaner. The realization of these jobs are the result of a redesign of the work processes in different departments, a different way of organizing the work and differentiation in levels of functions which capacities, possibilities and limitations of different groups of employees are taken as a starting point. Supported employment at individual level Supported employment is an investment in people rather than in buildings or equipment. It focuses on the individual abilities and needs of a man or woman with a disability. The support strategy is tailored to individual needs. The person with a disability is the key player in the supported employment process. One of the principles of supported employment is: No more support than needed and no less than necessary Supported employment can be carried out on a small scale, initially with the help of family and friends if resources are scarce. 14

The supported employment model consists of several different phases: assessment job finding job analysis job matching job (re)design introduction into the workplace training on the job/job coaching support outside the workplace ongoing support The phases through which the person moves and the intensity of the support provided depends on an individual s situation. Not everyone requires each phase of the process. The easy phases can be skipped and the focus can be on training and placement if it is clear what type of job is wanted and that such a job is available,. Assessment The model of assessment used in supported employment focuses on abilities. The emphasis is on what a person can do. This dynamic approach to assessment views the person with a disability as the key actor. The person s ideas, wishes, preferences and options form the basis of assessment activities. The dynamic assessment approach helps the person to experience different specific types of work so that he or she can make an informed decision about whether or not this type of work is suited to him or her, should he or she have little or no knowledge or experience of work or work options. This dynamic approach also involves a proactive attitude. The person with a disability and the assessment specialist work together to find suitable options and solutions. Finding solutions can take place through a customized approach. This is called Customized Employment 2. Customized Employment is strategy that provides persons with a disability an alternative to traditional, competitive jobs. According to a new definition used by the US Department of Labor, Customized employment refers to: 2 Customized Employment. Marc Gold & Associates. 15

individualizing the employment relationship between employees and employers in ways that meet the need of both. It is based on an individual determination of the strengths, needs and interests of the person with a disability and is also designed to meet the specific needs of the employer. (Federal Register, June 26,2002, Vol. 67 No. 123 pp 43154 43149). Customized Employment relies on a negotiated rather than competitive approach to employers; job developers must be available therefore to assist applicants to develop personalized proposals for employers. Assessment in supported employment recognizes that the outcome is not decided for the rest of the person s life. The individual s situation may change, just as options or wants may also change, based on individual experiences. New experiences may be and are the basis for new choices. 16

Customized Employment approach: Example 6 Customized employment is meeting the needs of the employer and the employee.yuen Cheng is working in a restaurant in New York. Assessment The assessment process is a discovery process of 2 till 3 months with the aim to get to know the person very well. Time is spend to explore the unique needs, abilities and interests, as well as the complexities, which are essential to establish successful employment. This is a dynamic approach where the job seeker is controlling the exploration process and captures the preferences and connections in the community. The job seeker select friends, family and colleagues to participate in the exploration phase so that they can share positive perspectives and potential connections to employment. At the conclusion of the exploration phase, the job seeker makes decisions about the employment goals and potential employers to approach. In this case the outcome was a job in a restaurant. Job finding Information gathered from the exploration process is the basis for the customized employment planning. The result is a blue print for the job search. In this case the job had to be found in a restaurant. Job analysis and matching An essential instrument in customized employment is negotiating job duties and employment expectations to align the skills and interests of a job seeker to the needs of an employer. The negotiation resulted in a job description that outlines the customized relationship between employer and employee. Options for customizing a job description include job analysis, job carving, negotiating a new job description. In this case the mnain job is to take care of the wine stock of the restaurant. Job coaching Appointments are made with the employer for job supports, the hours of training on the job and specific supervision. In this case the training on the job was handling the wine stock and recognizing a variety of wines. Ongoing support The employment specialist (support worker) contacts the employer and the employee a few times a month to give advice and help if needed. 17

Job finding Job finding involve a survey of the open labour market to identify job placement opportunities suited to individual job seekers. The central criterion for suitability is that the job is consistent with the individual s interests as well as their abilities. Another criterion for opportunities is the employer s needs. A good understanding of the employer and the firm as a whole is necessary. an analysis of job possibilities, thus, in a given region is undertaken before a particular employer is approached. The objective is to acquire a clear understanding of job prospects in a specific region, not only the number of vacancies, but also knowledge about the firms and their activities. This type of work is carried out by job coaches from non governmental organizations or from the public employment service. It is also recommended that an inventory of available resources (including public transport) within the given region is completed. There are many different ways to collect relevant information. Contacting people in their own environment can contribute to success in finding jobs. Using networks of people, such as business people who meet each other on a regular basis, rotary clubs and others, can be very effective. Each person in a circle of contacts, for example, family, friends or colleagues, may add relevant information. It will be easier to identify prospective jobs if supported employment is actively marketed using case examples of successful employment. One might make contact with an employer who has successfully employed a person with a disability to see if he or she is willing to speak to other employers about their experience. One may form an advisory group of employers when there are several interested employers to help identify the issues that need to be addressed when recruiting and retaining non disabled workers. There are opportunities for supported employment placements as illustrated in example 3. Success stories can be published in the newspapers. Information can also be given at meetings or clubs for employers. Promotional material may also be developed. The job finder visits prospective employers to explain the potential of supported employment and describe the prospective employee. A specific job is not discussed with the employer during this visit. Rather, the needs of the employer are identified. A clear understanding of the job setting must first be established so that possibilities are maximized rather than limited. Employers who have little experience in hiring a worker with a disability may at first be hesitant. This hesitation, in most cases, is based on a lack of knowledge or an apprehension about how to deal with a person with a disability. The focus initially must be on what the employer requires in relation to the work to be done. When it is clear that a candidate with a disability can do the work, an appointment may be 18

made with the employer. The nature and amount of support to be provided to the employee and the employer can be agreed during the appointment. The case report in example 7 illustrates this phase of job finding and also underlines the key principle of supported employment, No more support than needed and no less than necessary. Supported employment in practice Argentina Example 7 Claudio is working in a drugstore in Buenos Aires. Assessment The supported employment organization provides a course of 9 months. During this period an exploration take place about social and labor skills and interests. It's all about getting to know the person very well. Persons from the network of the person involved e.g. family are also involved. Placement in a job is mostly foreseen after this time period. In this case an employment position was open for Claudio. Job finding The employer, an organization which owns different drugstores in Buenos Aires, contacted the supported employment organization to propose candidates for jobs the organization is offering. Claudio was selected. Job analysis and matching The tasks Claudio had to perform were: unpack articles in the warehouse, pricing articles and controlling the quantity. Those tasks fits Claudio very well. Job coaching The job coach tasks are carried out by a co worker of the company. In the introduction period a tutor of the supported employment organization keeps contact with the employer and Claudio for advise and help. Ongoing support On a monthly basis interviews are carried out with the supervisor and Claudio. An observation is also foreseen. The aim of the interview is to identify if and what kind of natural support is needed and how that should be implemented. Appointments are documented in writing. The family receives also support if needed. 19

Employers themselves contact supported employment organizations with offers of jobs for persons with a disability. It has to be clear, even in those situations, that all relevant information is examined to enable a person with a disability to find out if the job is suitable. Further appointments as described above will be necessary. Job analysis The job coach must carry out a job analysis once a potential job has been identified to identify in detail the work tasks involved. The job coach thoroughly examines the various elements of a job to identify those which the person with a disability can complete and those for which the person will require training. The potential job is examined and divided into smaller tasks to determine which skills and knowledge the employee will need to achieve performance and employment success. It must be emphasized that the intent of a task analysis is not to detail a list of job qualifications. This would only limit opportunities. Rather, then, the objective is to formulate the basis for designing a training program and/or to describe the job. Job analysis can also identify those tasks presently performed by regular employees that are additional components of their jobs. These might productively be combined into a new job and performed by a worker with a disability. This could include activities such as filing, data entry, watering plants, making coffee and also other new tasks which are developed during the last decades such as inventory work, pricing of articles, sports assistance work and other administrative tasks. This allows employers to ensure that they maximize the potential of more skilled staff. Special attention must always be given to job requirements, physical demands and working conditions. Additional issues to be examined: the level of education specific for the position description of the various functions (the overall activity) other components of the position (including time spent, level of difficulty, materials used, physical requirements and psychological requirements) role of co workers role of the human resources department of the company Information is gathered during the job analysis through direct observation and speaking with individuals who are familiar with the work to be done. Often the job coach spends time in the work setting and performs the various job tasks to gain informative insights. 20

Job matching The next step is to compare the information acquired from the job analysis and the assessment of the person with a disability to achieve optimal job placement. This comparison determines the degree to which the demands of the job matches the abilities and interests of the prospective employee. In this step of the supported employment process, the individual with a disability is matched to a particular job. A perfect match between employee skills and the demands of the position is unlikely. The intent, however, is to find the best possible match between the interests and abilities of the person with a disability and the demands of the position. It should be emphasized that the person must be actively involved at all stages of the matching process. Job (re)design It may be that the person with a disability cannot perform one or more elements of the job. The possibility of removing these tasks from the job in such a case and replacing them with other tasks should be explored in this way a job can be (re)designed so that it meets the employer s needs and better matches the employee s abilities. The job analysis may lead to the combination of a number of duties to create a new position for the person with a disability. A training plan is agreed If the prospective employee is not yet able to perform all tasks demanded but can acquire the necessary skills. Tasks must be clearly defined from the outset, both for employer and employee. It must be clear which duties are expected of the employee, what the employer can expect and how the work is organized. In some situations people with disabilities have lost their jobs because of a lack of clarity about expectations. Workplace introduction An orientation plan must be made for the (future) employee before starting in the firm to introduce him/her to the firm, co workers and supervisors. The plan will also include details of workplaces rules, work related safety and health. The new employee must also be aware of the formal and informal organizational structure within the firm and its (often unwritten) rules. In a more formalized work environment, for example, it may be expected that an employee must ask permission to perform certain tasks, while, in a more the informal setting, it may be expected that employees go ahead with the tasks at hand. It is also essential that a new employee is aware of how to deal with various arrangements about, for example, coffee breaks or lunchtime. Co workers should meet the person with a disability and the co worker role should be clarified before the person starts working. In some cases a new employee with a disability has lost his or her job because the introductory process was inadequate. 21

Supported employment in practice. Northern Ireland. Example 8 David is working for the public administration of the City of Belfast, Northern Ireland. David has autism. The City of Belfast started a recruitment program of 400 placements for 400 long term unemployed persons, including persons with a disability. A training program started for 45 persons, including 9 persons with a disability. David was selected for this program. The training program includes: one week work experience an interview working in a team practice. To able David to participate in the program he was given support by the supported employment organization. The support was provided prior to the program and during the training. Job finding and matching A job for David was found in the public administration where he could perform his tasks in his own tempo. His office was placed in a quiet environment without much distraction. The workload is monitored by a supervisor. Ongoing support The supported employment organization provides ongoing support if needed. Job coaching/ Training on the job One of the most important aspects of supported employment is training on the job. Most of this training is provided by a job coach and takes place in the firm. Training is tailored to the specific requirements of the job as determined by the employer. Job coaching involves on the job training the practical and social skills necessary to enhance a person s ability to complete employment tasks and to increase the independence of the 22

worker with a disability. Coaching also focuses on guidance for and seeking support from coworkers to attempt to optimize not just job inclusion but a wider social inclusion. Supported employment in practice. Example 9 Northern Ireland Niall is working for a telephone company in Northern Ireland. Niall has a brain injury. In his former job Niall was an engineer. Due to his injury he couldn't keep his old job. Niall is performing well in his new job. His work performance and his relationship with the other workers are satisfactory, even though from time to time small problems arise. Niall is not able to cope with these. The employment support worker is for many years the same person. Niall trust her and she understands Niall's situation. Niall is depending on the support which solves the problems. Without this support Niall couldn't stay on the job Attention needs to be paid not only to work tasks and the work environment but also to individual aspects of the worker, for example, specific personal support related to the disability. A regular employee of the firm as well as an external person who usually works for a supported employment agency or organization may act as a job coach. The job coach is also intended to be a resource for employers and co workers. The employer may consult the job coach, if there are changes in workplace equipment, for example, to determine whether the supported employee needs specific additional training to enable him or her to use the new equipment. The job coach may also be consulted when problems arise at the workplace and the employer or co worker cannot deal with these (as example 8 shows). Lack of communication or problems at home can affect on the job performance and behaviour. The job coach may be asked to attend to these problems and help the employee with a disability to resolve workplace issues. The job coach must be familiar with all aspects of the supported employment job. A job coach must familiarize co workers of the person with a disability with supported employment methods and with their role in the process. Often, the job coach is already performing tasks in the firm to gain insights before the person with a disability takes up the job. The job coach is responsible for the introductory phase and for the supported employee s training program for the employee. The program carefully describes the skills necessary for the job itself and disability related support. The job coach provides training in the required skills and supports the person in many other ways when the person with a disability begins to work more independently. A large proportion of job tasks may initially be completed by the job coach. This balance changes as the worker gradually adjusts to the job and assumes responsibility for it. 23

The amount of support required and the roles of the employer, co workers and the job coach are continuously evaluated. Changes and adjustments are then agreed. It is essential that there is a full agreement and understanding of the roles and duties of each party. In some cases a person with a disability has lost a job in many cases because of poor support and lack of evaluation. Individualizing the supported employment process for persons with a disability. A lesson for the job coach. Supported employment involves dealing with individual situations. Individuals differ in terms of their attitudes, interests, options and possibilities. Persons with an intellectual disability, for example, benefit considerably from on the job training. Supported Employment in practice. Example 10 Malaysia Tai Kuan Tong, 29 years old, left school (under the special education unit) at 19 years old and attended Joy Workshop for training. The job coach placed him in a law firm, Mssrs.Chee Siantekee & Partners, Melaka, as an office boy. He was confirmed staff after 6 months and has been there the last 5 years. His work includes sending files from department to department. Kamleswaran, 26 years, has multiple disabilities. Attended the Joy Workshop for 2 years before being placed through Into work (the Joy Workshop's supported employment service) at Mydin Wholesale Emporium, Melaka. After the job analysis he received initial on site job training based on his individual needs. His job is to pack and tape small household items for sale in the store. He has been employed for the last 4 years and has fully integrated into the workplace. Lim Peu Wem, 25 years old, finishes mainstream schooling under Special Education Unit at 19 years old and enrolled at Joy Workshop for job training. She received initial training from the job coach in the Uniform Dept. at the Holiday Inn Hotel, Melaka. The duties include handling out uniforms to other workers in the various departments, recording missing/ damaged/ unreturned uniforms. She has progressed from being supervised to being in charge of other new employees at work in the same department. All placements are made through effective job matching based on information from their Vocational Profile. 24

Support outside the workplace Supported employment may also include the provision of support outside the workplace, necessary in some situations. The type of support differs from person to person depending on individual needs. Examples include: helping the person get organized assisting in monitoring the person s financial situation providing transport training in using public transport helping in solving individual and family problems providing specific, disability related support, for example, health care support helping in planning activities mediation with public officials to arrange services and facilities. A lack of attention to such support needs outside the workplace may result in job loss for a worker with a disability, for example, not being organized to reach work on time. From school to work. Example 11 Australia Job support in New South Wales provides a transition to work program for school leavers. The support includes a one to one training on the job. Time is also spend to learn to know the person. This is to find out what the abilities and interests are. Job support is also working with the families. Individuals are assessed and follow a training in real work. The project starts with unpaid work experience. A paid job can be realized after time. The time varies from person to person. More than 100 persons with a disability got a paid job in the open labour market in different functions. Job support provides ongoing support with the focus on maintaining the job. The organization carries out this work for more than 20 years. Russell is on of the first employees who maintained his job for more than 20 years now with the same employer. 25

The changing role of the supported employment organization Supported employment has developed since its introduction in the 1980s. There has been major learning about the employment of people with a broad range of disabilities. The competences and skills of professionals working in supported employment have developed significantly. Companies have taken over more responsibilities, for example, company employees other than staff from outside agencies providing job coaching. Co workers are fulfilling a more active role. The supported employment process today should provide a variety of support in and of the job that can be tailored to the individual employees with a disability, the co workers, the company and the family. The employee is supported to participate in all regular employee introduction, probation, performance and develop procedures. Job support nowadays is more than direct training in the workplace. Job supports is the co workers to train and support the new employee as much as possible, the company to make company procedures accessible for persons with a disability and the employee to take over a new professional role and to develop his or her potential. 3 Supported employment organizations have become increasingly more specialized. An important role for supported employment organizations now is an advisory role for companies who are planning to hire persons with a disability. This advisory role may be in how to implement supported employment in the company and/or advising and consulting on an ongoing basis. There has been an increase in the quality of the service delivery of supported employment both in terms of the organizational aspects of supported employment agencies and in the quality of such organizations employees. Specific training programs for supported employment professionals have been developed. An example from the Netherlands demonstrates how job coach competencies have been delineated and are assessed.the job coach is able to adequately: a. coach the person with a disability and plan an appropriate career path b. communicate c. reflect on his/her actions d. work methodically e. cooperate in networks and professional contexts f. plan and organize g. think critically about professional behaviors and capabilities of the job coach (see Annex III) 3 Supported Employment Toolkit, European Union of Supported Employment, 2010 26